With Ventana Research’s 2023 Market Agenda, we continue the guidance we’ve offered for two decades to help organizations derive maximum value from digital business technology investments. Through our market research and expertise, we identify trends and best practices and share insights on how to achieve technological effectiveness, particularly in key processes and systems to engage the workforce.
Digital Business Market Agenda for 2023: Effectiveness and Engagement
Posted by
Mark Smith on Jan 25, 2023 3:00:00 AM
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Topics: Performance Management, Business Continuity, Digital transformation, Digital Business, Digital Security, Digital Communications, Work Management, Experience Management, Governance & Risk, Sustainability & ESG
Digital Business Market Agenda for 2022: Resilience and Readiness
Posted by
Mark Smith on Jan 28, 2022 3:00:00 AM
With the announcement of Ventana Research’s 2022 Market Agenda, our expertise in Digital Business continues to advance the market need for effective investments into technology, and I will outline here the key areas of focus to provide insights to organizations that can increase their organizational resilience and workforce readiness. We are proud to provide expertise on ensuring technological effectiveness through our market research and experience in providing guidance on trends and best practices.
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Topics: Performance Management, Business Continuity, Governance, Risk & Compliance (GRC), Digital transformation, Digital Business, Digital Security, Digital Communications, Sustainability Management, Work Management, Experience Management
Digitally Transform Purchasing to Improve Performance
Posted by
Robert Kugel on Nov 5, 2021 3:00:00 AM
Digital transformation of the Office of Finance has been a recurring theme for several years, but adoption accelerated when offices were locked down and organizations had to collaborate remotely. It involves shifting manual work, often completed via spreadsheets circulating in emails, to software and systems for improved performance.
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Topics: Performance Management, Office of Finance, Digital transformation, Digital Business, digital finance
Strategic planning has always been difficult. But it is even more so in this age of rapid digital transformation and the pressure of business continuity, which has introduced disruptive changes. What’s needed, ironically, is a methodical approach to how an organization manages strategic planning to allow for beneficial disruption that is not avoidable, balancing finance and operations, engaging existing expertise and factoring in technology to ensure that new initiatives can be strategically aligned to the goals and aspirations of the organization. In essence, the essential foundation for performance management is planning that can ensure its alignment or optimization in order to reach strategic objectives.
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Topics: Performance Management, Business Continuity, Digital transformation, Digital Business, Digital Security, Digital Communications, Experience Management
Subscription Pricing Changing for Sustained Customer Growth
Posted by
Stephen Hurrell on May 20, 2021 3:00:00 AM
Subscription pricing models are no longer new. Many companies have experience with this pricing model even if there has not been complete adoption across their entire product and service offerings. Companies that use this model, or have spent time looking at the approach, understand the approach of a recurring revenue stream based on a repeating flat fee.
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Topics: Performance Management, Sales, Customer Experience, Marketing, Office of Finance, Financial Performance Management, Price and Revenue Management, Digital Commerce, Predictive Planning, Subscription Management
With the announcement of Ventana Research market agenda, a new expertise in Digital Business has been launched, I will outline the areas of focus that provide insights to organizations that can be used to optimize technology, increase agility and organizational readiness. We are proud to provide expertise on digital effectiveness through our research and insights on trends and best practices.
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Topics: Performance Management, Governance, Business Continuity, Risk, Digital transformation, Digital Business, Digital Security, Digital Communications, Sustainability Management, Work Management, Experience Management
Financial Performance Management Software Vendors Face Challenges
Posted by
Robert Kugel on Jan 13, 2017 12:05:24 AM
Ventana Research defines financial performance management (FPM) as the process of addressing often overlapping issues involving people, process, information and technology that affect how well finance organizations operate and support the activities of the rest of their organization. FPM software supports and automates the full cycle of finance department activities, which include planning and budgeting, analysis, assessment and review, closing and consolidation, internal financial reporting and external financial reporting, as well as the underlying information technology systems that support them.
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Topics: Performance Management, ERP, FP&A, Human Capital Management, Office of Finance, Consolidation, Financial Performance Management, FPM
Oracle Adapts Business Applications Intelligently in the Cloud
Posted by
Robert Kugel on Oct 31, 2016 9:30:14 AM
The annual Oracle OpenWorld user group meeting provides an opportunity to step back and take a longer view of business, industry and technology trends affecting the company. Last year, after listening to Larry Ellison’s and Mark Hurd’s vision for the future of IT, I wrote that Oracle had to continue shifting its focus to business applications because the accelerating shift to cloud computing would lead corporations to outsource their IT infrastructures, services and security to third parties. Eventually, this would substantially shrink the market for corporate IT departments, which has been Oracle’s strength. At this year’s conference the company demonstrated how it is applying its technology strengths to create a competitive advantage that it can apply to its broad business applications portfolio.
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Topics: Big Data, Performance Management, SaaS, ERP, Office of Finance, Analytics, Cloud Computing, PaaS, Digital Technology
ERP and Financial Performance Management Begin to Overlap
Posted by
Robert Kugel on Dec 20, 2015 7:52:30 PM
The ERP market is set to undergo a significant transformation over the next five years. At the heart of this transformation is the decade-long evolution of a set of technologies that are enabling a major shift in the design of ERP systems – the most significant change since the introduction of client/server systems in the 1990s. Some ERP software vendors increasingly are utilizing in-memory computing, mobility, in-context collaboration and user interface design to differentiate their applications from rivals and potentially accelerate replacement of existing systems (as I noted in an earlier analyst perspective). ERP vendors with software-as-a-service (SaaS) subscription offerings are investing to make their software suitable for a broader variety of users in multitenant clouds. And some vendors will be able to develop lower-cost business systems to broaden the appeal of single-tenant hosted cloud deployments for companies that cannot adapt their businesses to share with other tenants or prefer not to.
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Topics: Performance Management, ERP, FP&A, Human Capital, Office of Finance, Reporting, Consolidation, Reconciliation, Analytics, Business Analytics, Business Performance, Financial Performance, Uncategorized, Financial Performance Management, FPM
Finance Transformation Requires Strong Leadership
Posted by
Ventana Research on Sep 3, 2015 8:34:04 AM
The theme of transforming the finance organization is hot again. The term “finance transformation” refers to the longstanding objective of shifting the focus of finance departments from transaction processing to more strategic activities such as providing the rest of the organization with forward-looking analysis. I focus on the technology and data aspects of this type of business issue in these analyst perspectives because they are usually essential to achieving some business objective. However, technology rarely fixes a problem by itself. If it were a simple matter of just buying software or having better data stewardship, it would be relatively easy to achieve finance transformation. But it’s not simple at all. When it comes to changing how the finance and accounting organization operates, there’s no substitute for leadership. Doing that requires changes in the habits of the department, which include the CFO changing how the department works with the rest of the company.
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Topics: Performance Management, continuous improvement, Controller, Analytics, Business Performance, Financial Performance, CFO
Optimization Analytics Comes to the Mass Market
Posted by
Ventana Research on Aug 13, 2015 12:18:33 AM
Optimization is the application of algorithms to sets of data to guide executives and managers in making the best decisions. It’s a trending topic because using optimization technologies and techniques to better manage a variety of day-to-day business issues is becoming easier. I expect optimization, once the preserve of data scientists and operations research specialists will become mainstream in general purpose business analytics over the next five years.
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Topics: Big Data, Performance Management, Customer Performance, Operational Performance, Analytics, Business Analytics, Business Performance, Financial Performance, Information Management, Price Optimization
Does Pricing and Revenue Optimization Make My Bottom Line Look Fatter?
Posted by
Ventana Research on Mar 31, 2015 10:00:34 AM
Managing prices has always been an activity of keen interest to businesses, but it has become even more critical to do it well. Over the past decade many companies have found their ability to raise prices has been constrained by intense competition resulting from Internet commerce, global competition and other factors. One tool for dealing with this pressure is price and revenue optimization (PRO), an analytic methodology that calculates how demand varies at different price levels and then uses that algorithm to recommend prices that should optimally balance revenue and profit objectives. Computer-supported PRO began in earnest in the 1980s as the airline and hospitality industries adopted revenue management practices in efforts to maximize returns from less flexible travelers (such as people on business trips) while minimizing the unsold inventory by selling incremental seats on flights or nights in hotel rooms at discounted prices to more discretionary buyers (typically vacationers). Price and revenue optimization algorithms are designed to enable a company to achieve fatter profit margins than are possible with a monolithic pricing strategy. Using PRO, airlines and hotels catering mainly to less price-sensitive business travelers found they could match discounters’ fares and rates to fill available seats and rooms without having to forgo profits from their high-margin customers.
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Topics: Big Data, Performance Management, Sales, Office of Finance, Operational Performance Management (OPM), Analytics, Business Analytics, Business Performance Management (BPM), Financial Performance Management (FPM), Sales Performance Management (SPM), analytical application, Price Optimization
SYSPRO Offers Supply Chain Visibility for Midsize Companies
Posted by
Ventana Research on Dec 16, 2014 10:05:34 PM
SYSPRO is a 35-year-old ERP vendor that focuses on products for midsize companies, particularly those in manufacturing and distribution. In manufacturing, SYSPRO supports make, configure and assemble, engineer to order, make to stock and job shop environments. The company attempts to differentiate itself through vertical specialization and its years of ongoing development, which can reduce the need for customization and cut the cost of initial and ongoing configuration to suit the needs of companies in these industries, thereby cutting the total cost of ownership. Worldwide its targeted verticals include electronics, food, machinery and equipment and medical devices; in the United States, it adds automotive parts (original equipment and after-market) and energy.
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Topics: Performance Management, Supply Chain Performance, ERP, Human Capital Management, Office of Finance, Reporting, cloud ERP, container, Operational Performance, Analytics, Business Analytics, Business Performance, Cloud Computing, Collaboration, Dashboards, Financial Performance, Supply Chain, SCM, S&OP, Digital Technology
Intacct Improves Cloud of Collaboration, Payments and Reporting
Posted by
Ventana Research on Nov 18, 2014 8:25:20 AM
Financial management software provider Intacct recently held its seventh annual user conference. In addition to a long list of enhancements in current and upcoming product releases, the company used the occasion to announce Intacct Collaborate, a capability built into its software that enables finance and accounting organizations to work together to answer questions or resolve issues while performing a process. Our benchmark research shows that collaboration ranks second in importance behind analytics as a technology innovation priority. Collaborative capabilities in software will multiply over the next several years as software transitions from the rigid constructs established in the client/server days, which force users to adapt to the limitations of the software, to fluid and dynamic designs that mold themselves around the needs of the user. A while back, I noted that finance and accounting organizations need collaborative capabilities although they might not realize it. At the same time, finance departments have their own requirements for these systems that reflect the character and constraints of the work they do. This means narrowcast, not broadcast, feeds (Finance doesn’t want a Facebook or Twitter experience because it considers much of what it does to be confidential) and in-context collaborative capabilities to simplify the working environment.
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Topics: Performance Management, Sales Performance, Salesforce.com, ERP, Human Capital Management, NetSuite, Office of Finance, Reporting, cloud ERP, Analytics, Business Analytics, Business Collaboration, Business Performance, Chatter, Cloud Computing, Collaboration, Dashboards, Financial Performance, FinancialForce, Intacct
Technology Can Enhance Performance in Finance Departments
Posted by
Ventana Research on Oct 29, 2014 9:39:31 AM
Finance transformation” refers to a longstanding objective: shifting the focus of CFOs and finance departments from transaction processing to more strategic, higher-value functions. Our upcoming Office of Finance benchmark research confirms that most of organizations want their finance department to take a more strategic role in management of the company: nine in 10 participants said that it’s important or very important. (We are using “finance” in its broadest sense, including, for example, accounting, corporate finance, financial planning and analysis, treasury and tax functions.) Finance departments have the ability and at least an implicit mandate to improve business performance and enable a corporation to execute strategy more effectively. Yet the research shows that becoming strategic is a work in progress. Most departments handle the basics well, but half fall short in areas that can contribute significantly to the performance of their company. More than three-fourths of participants said they perform accounting, external financial reporting, financial analysis, budgeting and management accounting well or very well. But only half said that about their ability to do product and customer profitability management, strategic and long-range planning and business development.
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Topics: Big Data, Mobile, Performance Management, Predictive Analytics, Social Media, ERP, FP&A, Office of Finance, Reporting, Management, close, closing, computing, Controller, Tax, Analytics, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Collaboration, Financial Performance, CFO, finance, Tagetik, FPM
What’s Next?: The Interplay of Software and Hardware with Business and Consumers
Posted by
Ventana Research on Sep 11, 2014 9:49:04 AM
“What’s next?” is the perennially insistent question in information technology. One common observation about the industry holds that cycles of innovation alternate between hardware and software. New types and forms of hardware enable innovations in software that utilize the power of that hardware. These innovations create new markets, alter consumer behavior and change how work is performed. This, in turn, sets the stage for new types and forms of hardware that complement these emerging product and service markets as well as the new ways of performing work, creating products and fashioning services that they engender. For example, the emerging collection of wearable computing devices seems likely to generate a new wave of software/hardware innovation, as my colleague Mark Smith has noted. This said, I think that the idea of alternating cycles no longer applies. It would be convenient if we could assign discrete time periods to hardware dominance and software dominance, but like echoes as they fade, the reverberations are no longer as neatly synchronized as they once were. Moreover, adoption and adaptation of technology by consumers reflected in the design of work, products and services always lags – and lags in different ways, further blurring the timing of cycles.
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Topics: Mobile, Performance Management, Predictive Analytics, Sales Performance, Supply Chain Performance, ERP, Office of Finance, Reporting, Wearable Computing, Management, close, closing, computing, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, finance, FPM
Anaplan, a provider of cloud-based business planning software for sales, operations, and finance and administration departments, recently implemented its new Winter ’14 Release for customers. This release builds on my colleagues analysis on their innovation in business modeling and planning in 2013. Anaplan’s primary objective is to give companies a workable alternative to spreadsheets for business planning. It is a field in which opportunity exists. Our benchmark research on this topic finds that a majority of companies continue to use spreadsheets for their planning activities. Almost all (83%) operations departments use spreadsheets for their plans, as do 60 percent of sales and marketing units. Yet the same research shows that satisfaction with spreadsheets as a planning tool is considerably lower than satisfaction with dedicated planning applications. But despite general agreement in companies that the planning process is broken and spreadsheets are a problem, companies seem reluctant to break the bad habit of using spreadsheets. This conclusion suggests that either switching to dedicated software hasn’t been easy enough or that the results of doing it have not been compelling enough to motivate change. Anaplan intends to address both of these issues.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Sales Performance, Supply Chain Performance, Marketing, Office of Finance, Operations, Reporting, Budgeting, Controller, Operational Performance, Business Analytics, Business Performance, Cloud Computing, Financial Performance, In-memory, Workforce Performance, CFO, Sales Planning, Financial Performance Management, financial reporting, FPM, Integrated Business Planning
A core objective of my research practice and agenda is to help the Office of Finance improve its performance by better utilizing information technology. As we kick off 2014, I see five initiatives that CFOs and controllers should adopt to improve their execution of core finance functions and free up time to concentrate on increasing their department’s strategic value. Finance organizations – especially those that need to improve performance – usually find it difficult to find the resources to invest in increasing their strategic value. However, any of the first three initiatives mentioned below will enable them to operate more efficiently as well as improve performance. These initiatives have been central to my focus for the past decade. The final two are relatively new and reflect the evolution of technology to enable finance departments to deliver better results. Every finance organization should adopt at least one of these five as a priority this year.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Sales Performance, Supply Chain Performance, Office of Finance, Budgeting, close, dashboard, PRO, Tax, Analytics, Business Analytics, Business Collaboration, Business Performance, CIO, Customer & Contact Center, Financial Performance, In-memory, CFO, Supply Chain, CEO, demand management, Financial Performance Management, FPM, S&OP
All the hubbub around big data and analytics has many senior finance executives wondering what the big deal is and what they should do about it. It can be especially confusing because much of what’s covered and discussed on this topic is geared toward technologists and others working outside of Finance, in areas such as sales, marketing and risk management. But finance executives need to position their organization to harness this technology to support the strategic goals of their company. To do so, they must have clarity as to what big data can do, what they want it to do, and what skills and tools they need to meet their objectives.
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Topics: Big Data, Performance Management, Predictive Analytics, Customer Experience, Fraud, Governance, GRC, Office of Finance, audit, Controller, Analytics, Business Analytics, Business Performance, Cloud Computing, Financial Performance, Governance, Risk & Compliance (GRC), Information Management, Operational Intelligence, CFO, compliance, finance, Risk, Financial Performance Management, financial risk management
Tidemark Unifies New Generation of Business Planning Software
Posted by
Robert Kugel on Nov 1, 2013 6:56:27 AM
Tidemark announced the release of the Fall 2013 version of its eponymous cloud-based application that my colleague assessed earlier in 2013. This new release adds capabilities for labor planning and expense management as well profitability modeling and analysis. These two areas of planning and analysis are common to all businesses. The new release adds features that enhance the software’s ability to do sales forecasting, initiative planning and IT department planning. The company continues to refine its modeling capabilities to make it easier for people engaged in the planning process to translate their expectations and concerns into a quantified view of the future. For example, users now can build models using natural-language modeling. The objective is to eliminate the need for help from business analysts or experts trained in the use of a tool and immersed the details of the IT plumbing, such as the metadata used for specific general ledger accounts or operational data.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Sales Performance, Supply Chain Performance, Office of Finance, Reporting, Controller, Operational Performance, Analytics, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, In-memory, Workforce Performance, CFO, Tidemark, Financial Performance Management, financial reporting, FPM, Integrated Business Planning
CEOs and Executives Need Business Planning Software
Posted by
Robert Kugel on Oct 22, 2013 10:19:24 AM
Business planning is a new software category. These applications enable senior executives to integrate all the plans of business units into a single, integrated view, which helps them have more accurate plans, do more insightful what-if planning, achieve greater agility in reacting to changing business and economic conditions, and execute plans in a more coordinated fashion than was possible. Business planning software is intended for CEOs and COOs, who are not well served by current capabilities. Business planning software enables executives and managers to understand both the operational and the financial consequences of their actions, but it emphasizes the things that the various parts of the business focus on: units sold, sales calls made, the number and types of employees required, customers serviced and so on. Lines of business already do this but in a fragmented fashion using desktop spreadsheets circulated within silos via email. Business planning software provides a platform to support modeling in individual business units, individual planning processes and visualization of the impacts of changes in what-if scenarios. It offers a central data repository for all plans; our benchmark research shows the advantage of this approach: Companies that directly link individual business unit data to an integrated plan get more accurate results. To be specific, 22 percent of those with such links have very accurate budgets compared to just a handful with less direct links and none that employ summarized data.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Office of Finance, Reporting, Budgeting, Controller, Operational Performance, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Financial Performance, In-memory, Workforce Performance, CFO, Financial Performance Management, financial reporting, FPM, Integrated Business Planning
This is the beginning of the season when companies that are on a calendar year begin their strategic and long-term planning. Ventana Research performed an extensive investigation in this area with our long-range planning benchmark research. Strategic and long-range planning is a process and discipline that companies use to determine the best strategy for succeeding in the markets they serve and then ensure they have the capabilities and resources needed to support their strategic objectives.
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Topics: Big Data, Master Data Management, Performance Management, Planning, Sales Performance, Supply Chain Performance, Human Capital Management, Office of Finance, Reporting, Budgeting, dashboard, Operational Performance, Analytics, Business Performance, Customer & Contact Center, Financial Performance, Workforce Performance, CFO, Data, CEO, Financial Performance Management, FPM
Pricing, Planning and Performance Management Software Creates Business Value
Posted by
Robert Kugel on Jul 30, 2013 10:41:48 AM
People who don’t spend much time analyzing the software market may have trouble understanding the differences between products in a given software category or the difference between two categories. This happens because vendors and commentators use the same words to describe different depths of functionality and degrees of comprehensiveness in one type of application. As well, there can be multiple categories of software that address the same general business issues but are designed for different specific uses. Not only is it worth the effort to sort through the labels and understand what does what best, but different categories of software that are sold and deployed separately can provide even greater value when used together.
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Topics: Performance Management, Sales Performance, Supply Chain Performance, Office of Finance, dashboard, PRO, Operational Performance, Business Analytics, Business Performance, Financial Performance, CFO, Supply Chain, CEO, demand management, FPM, S&OP
Planview Improves Potential of Long-Range Planning
Posted by
Robert Kugel on Jun 11, 2013 11:35:13 AM
Planview recently announced general availability of Planview Enterprise 11. The new release enhances the user experience through a comprehensive redesign of the interface to promote ease of use. The changes are intended to facilitate an integrated approach to long-range planning of capital projects and major corporate initiatives across departments. There’s an important difference between strategic and long-range planning, and this difference is the reason why long-range planning benefits from software specifically designed to support that process. Strategic planning involves the formal conceptualization of a corporation’s strategy and its individual supporting elements such as product, sales, pricing and financial strategy. The strategic planning process is aimed at solidifying ideas and concepts into words to ensure understanding and agreement by the senior leadership team. Strategic planning naturally is done at the highest echelons of an organization. For that reason, it involves a relatively small group of senior executives and deals more in concepts and less in specific numbers. Long-range planning is the next step. It’s the formal quantification of the strategic plan and how that strategy is expected to play out. Translating the company’s strategic plan into numbers should be an iterative process of dialogue between those who set the strategy and those responsible for carrying it out. Being able to get quick answers to these what-if questions makes for a more productive, accurate and fact-based dialog.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Supply Chain Performance, Office of Finance, Planview, Reporting, FEI, FERF CEO, Operational Performance, Business Performance, Financial Performance, CFO, Financial Performance Management, FPM
The Importance of Managing Details in Long-Range Planning
Posted by
Robert Kugel on Apr 15, 2013 11:02:18 AM
Ventana Research recently completed an in-depth benchmark research project on long-range planning. As I define it, long-range planning is the formal quantification of the more conceptual strategic plan. It makes specific assumptions and expresses in numbers how a company expects its strategy will play out over time. Almost all (95%) of those participating in the research see a need to make improvements to their long-range planning process. The research shows that one useful improvement is integrating long-range planning with the budgeting process. Today, many corporations confine their long-range planning to a high-level, less detailed extension of their current budget. Our research shows that companies that incorporate individual capital projects and major business initiatives as discrete elements of the long-range plan get better results. Marrying the high-level business outlook with the more significant bottom-up investment details produces better results.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Supply Chain Performance, Office of Finance, Reporting, Operational Performance, Business Analytics, Business Performance, Customer & Contact Center, Financial Performance, Workforce Performance, CFO, CEO, Financial Performance Management, FPM
I’ve frequently commented on the artificiality of the emerging software category of governance, risk and compliance (GRC). The term is used to a cover a combination of what were once viewed as stand-alone software categories, including IT governance, audit documentation and industry-specific compliance management, to name three examples. While it’s still common for specific types of software to be purchased piecemeal by different departments, these disparate areas have started a long convergence process. Since just about all controls and risk management efforts require a secure IT environment to be effective, there is a growing interdependence between effective IT governance and everything else connected with enterprise GRC.
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Topics: Big Data, Performance Management, Predictive Analytics, Customer Experience, Governance, GRC, Management, Operational Performance, Analytics, Business Performance, Financial Performance, compliance, finance, Risk, financial risk management, IT Risk Management, Sarbanes Oxley, SOX
Ventana Research completed an in-depth benchmark research project on long-range planning recently. As I define it, long-range planning is the formal quantification of the strategic plan and how that strategy is expected to play out over a period of time. The benchmark demonstrated that there’s room for improvement in almost every aspect of the long-range planning process. Almost all (95%) of those participating in the research see the need to advance their process. The research confirmed that long-range planning does not work well in isolation. Greater integration of the annual budget with the long-range plan and deeper integration of individual capital projects and initiatives are two ways to enhance the value of long-range planning process.
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Topics: Big Data, Performance Management, Planning, Office of Finance, Reporting, Uncategorized, CFO, CEO, Financial Performance Management, FPM
Ventana Research recently completed an in-depth benchmark research project on long-range planning. As part of the research we had discussions with CFOs and those involved in financial planning and analysis about their company’s strategic and long-range planning processes, which pointed to the need for clarity in using the terms “strategic planning” and “long-range planning.”
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Topics: Big Data, Performance Management, Planning, Sales Performance, Supply Chain Performance, Office of Finance, Reporting, Operational Performance, Business Performance, Customer & Contact Center, Financial Performance, Workforce Performance, CFO, CEO, Financial Performance Management, FPM
Profit Velocity’s New Dimension in Managing Profitability
Posted by
Robert Kugel on Feb 20, 2013 10:16:02 AM
Profit Velocity Solutions’ PV Accelerator is an analytic application designed to enable capital-intensive companies to consistently achieve substantially wider margins and higher return on assets (ROA). Companies in industries such as specialty chemicals, building materials, integrated steel mills and silicon chip fabrication (to name just four) routinely fail to make the right decisions about pricing, production and sales management because they use analytic methods that, from an economic perspective, present a distorted measure of profitability. Profit Velocity’s approach is to use profit contribution per unit of time as the core principle for driving decisions about production, pricing and CRM-related issues, including compensation-, customer- and account management.
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Topics: Performance Management, Sales, Sales Performance, Supply Chain Performance, Human Capital Management, Office of Finance, PV Accelerator, Operational Performance, Analytics, Business Analytics, Business Performance, Cloud Computing, Financial Performance, Price Optimization, Profit Velocity, Profitability, Software, S&OP
The business/IT divide is a barrier that prevents most companies from achieving their true performance potential. The divide has remained a constant impediment since the dawn of business computing six decades ago. It’s not necessary for a CEO of a company to be able to write Java code or master the intricacies of an ERP or sales compensation application. However, that CEO must master the basics of IT just as he must understand basic corporate finance, the production process and – at least at a high level – the technologies that support that process. Only a handful of business schools give prospective MBAs a good grounding in the practical elements of information technology or preach the necessity of mastering an understanding of IT as they would, say, the efficient market hypothesis.
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Topics: Big Data, Performance Management, Sales Performance, Supply Chain Performance, Human Capital Management, competition, executive, Operational Performance, Business Performance, CIO, Cloud Computing, Customer & Contact Center, Financial Performance, In-memory, Workforce Performance, CFO, IT, CEO, FPM
TribeHR has brought to market an HR application suite that uses social collaboration to empower workers and managers to perform tasks that might once have been done mostly by HR professionals, or not done at all. The software-as-a-service-based TribeHR application helps businesses with fewer than 500 employees with recruiting, applicant tracking, onboarding, performance and goal setting, and time and vacation management – but with a twist. By using social collaboration as a foundation for its functionality, TribeHR takes advantage of knowledge sharing, the most valuable approach our human capital management benchmark research found for engaging the workforce.
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Topics: Performance Management, Human Capital Management, Recruiting, Social Collaboration, Operational Performance, Business Collaboration, Business Performance, Cloud Computing, Workforce Performance, Hiring, HR, TribeHR
Using Maturity Assessments to Improve Performance
Posted by
Robert Kugel on Oct 30, 2012 11:04:04 AM
The idea of devising and using maturity assessments to improve business performance has been a staple of management, functional and strategic consultants for decades. It’s based on two unassailable principles. One is the general assertion that companies differ in their ability to do anything along a range from nonexistent to advanced. The second is that at any time it’s possible for a knowledgeable individual to construct a scale of competence for some business function from least to most mature based on the important characteristics about how an organization designs and executes that function. Using maturity scales is a handy way for executives and managers to size up where they lie on a continuum of capabilities and an easy way to define the steps necessary for improvement. Maturity assessments have the advantage of being straightforward, but there’s the danger that they can be overly simplistic.
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Topics: Performance Management, Sales Performance, Social Media, Supply Chain Performance, Customer Experience, Governance, IT Performance, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Information Applications, Information Management, Location Intelligence, Operational Intelligence, Workforce Performance, benchmark, FPM
SAP Takes Business and Finance Mobile Using SAP HANA
Posted by
Robert Kugel on Oct 22, 2012 10:48:32 AM
SAP has inaugurated a new series of business applications it calls Enterprise Performance Management (EPM) OnDemand as a cloud-based subscription service. The applications are part of SAP’s EPM version 10 suite, which it introduced last year. It’s a first step in what is likely to be a portfolio of general-purpose, lightweight and relatively low-cost apps designed to be used on mobile devices. Using HANA on the back end, the applications can deliver high performance in accessing masses of business data and deliver actionable information to executives and managers. The three on-demand apps in EPM are for expense management, profit-and-loss (P&L) analysis and capital project management. They also just released its SAP Business Planning and Consolidation that has a mobile version on the Apple iPad that is part of its recently announced EPM UnWired. The move is another indication of SAP’s emphasis on cloud computing, which my colleague Mark Smith covered earlier this year.
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Topics: Big Data, Performance Management, Sales Performance, SAP, Supply Chain Performance, Office of Finance, expense, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Workforce Performance, Business Applications, FPM, HANA
There weren’t any headlines (or even many tweets) about Oracle Fusion Financials emanating from this year’s Oracle OpenWorld (#OOW12) conference. Maybe that’s by design, because it’s not in Oracle’s best interest to kick up a lot of dust about ERP migration. The financial applications software market is mature, and market share leaders such as Oracle have less interest in getting customers to upgrade than they did a decade ago. For a software vendor with a large installed base, cashing rich maintenance checks is more profitable than selling new software, and arguably is as dependable a source of revenue as software-as-a-service (SaaS) contracts. Companies, and especially CFOs and controllers, see replacing ERP systems akin to a root canal procedure: expensive and painful and best put off as long as possible. In North America (and to a much more limited extent in Europe) a major upgrade of a company’s current ERP software usually means it’s time to evaluate alternatives. For the incumbent, any time there’s a major upgrade there’s the potential to lose a customer.
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Topics: Performance Management, ERP, Office of Finance, financial, Business Performance, Cloud Computing, Financial Performance, Oracle, Workday, JD Edwards, PeopleSoft
For the past several years Ventana Research has focused more on analytics and their importance to improving business performance. We’ve done extensive benchmark research in business analytics, detailing how they are used generally in business and in major functional areas of companies as well as their application in specific industries. We adopted this focus because technology advances are changing the landscape of analytics. Its use in business management, for example, is getting new scrutiny these days because of three important changes in information technology.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Supply Chain Performance, Human Capital Management, Modeling, Office of Finance, Budgeting, driver-based, Operational Performance, Analytics, Business Analytics, Business Performance, Customer & Contact Center, Financial Performance, In-memory, Workforce Performance, best pracices, business value, cash management, challenge, financial planning
Anaplan is on a Mission for Planning Driven Performance Management
Posted by
Mark Smith on Aug 10, 2012 11:31:17 AM
When it comes to the task of managing performance, many organizations still find themselves fixated on the past rather than planning for improvement in the future. When performance management processes operate efficiently, technology to support activities such as modeling and analytics can optimize outcomes and help align them to targeted goals and objectives. This might seem trivial or easily done, but the reality is that most organizations lack a unified platform that anyone in the enterprise can easily engage and leverage.
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Topics: Big Data, Performance Management, Planning, Sales, Sales Performance, Operational Performance, Business Analytics, Business Performance, Cloud Computing, Financial Performance, Governance, Risk & Compliance (GRC)
One of the most important trends in business over the past 20 years has been the broadening use of information technology to manage and support activities. In the early decades of business computing, companies developed islands of automation for largely numeric functions such as billing, inventory management and accounting. Each ran on a proprietary system and engaged the time of a relative handful of employees. Today, just about everyone works with an IT system for at least some of their operational or administrative tasks. They rely on these systems to support many of their daily routines, from recording transactions to using analytics to provide alerts, insights and decision support.
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Topics: Big Data, Performance Management, Predictive Analytics, Customer Experience, Governance, GRC, Management, IT Performance, Operational Performance, Analytics, Business Intelligence, Business Performance, Financial Performance, Governance, Risk & Compliance (GRC), compliance, finance, Risk, financial risk management, IT Risk Management
Risk has always been an integral part of business, but our recent Governance, Risk and Compliance (GRC) benchmark research shows that companies deal with risk with varying degrees of effectiveness – especially operational risk. A majority of companies lag in their overall GRC maturity, as I covered in a recent blog post. Operational risk management should be of greater interest to executives today because they can have greater control of it than before. The expansion of IT systems to automate and support most business processes has made it easier than ever to measure, monitor and report on what’s going on in a company. It’s now practical to expand the scope of operational risk management and improve companies’ effectiveness in handling risk events when they occur.
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Topics: Big Data, Performance Management, Predictive Analytics, Sales Performance, Supply Chain Performance, Customer Experience, Governance, GRC, Management, IT Performance, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Information Applications, Information Management, Location Intelligence, Operational Intelligence, Workforce Performance, compliance, finance, Risk, financial risk management
Our benchmark research on business analytics finds that just 13 percent of companies overall and 11 percent of finance departments use predictive analytics. I think advanced analytics – especially predictive analytics – should play a larger role in managing organizations. Making it easier to create and consume advanced analytics would help organizations broaden their integration in business planning and execution. This was one of the points that SPSS, an IBM subsidiary that provides analytics, addressed at IBM’s recent analyst summit.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Marketing, Modeling, Sales Forecasting, Analytics, IBM, Uncategorized, SPSS
I recently attended Vision 2012, IBM’s conference for users of its financial governance, risk management and performance optimization software. From my perspective, two points are particularly worth noting with respect to the finance portion of the program. First, IBM has assembled a financial performance management suite capable of supporting core finance processes as well as more innovative ones. It continues to build out the scope of this suite’s capabilities to enhance ease of use, deepen the capabilities of existing areas and broaden to coverage to complementary or immediately adjacent software categories such as its pending acquisition of sales performance management vendor Varicent Software (covered by my colleague Mark Smith). More specifically, automating management of the extended financial close – that is, all activities from closing the books through filing financial reports with regulatory bodies such as the Securities and Exchange Commission (SEC) in the U.S. or the FSC in the U.K. – is growing increasingly important as regulatory requirements for external financial reporting expand. Companies that have adopted software to manage the extended close are demonstrating the value of using it.
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Topics: Performance Management, close, closing, IFRS, Analytics, IBM, Uncategorized, GAAP
JDA’s Revenue Recognition Issues Have Lessons for Finance
Posted by
Robert Kugel on May 11, 2012 9:58:52 AM
JDA Software is an established vendor of (among other categories) accounting software for the retail sector. So it is a bit ironic that the company is in the process of restating its earnings for 2008 through 2010 because of revenue recognition practices that led it to book some revenue sooner than it should have. The issue centers on certain transactions the company linked to service agreements and license revenue. As well, in 2009 and 2010 some of its license contracts included a clause protecting customers if certain products were discontinued, which can be construed as promising a future deliverable that would have required a delay in recognizing some or all revenue from those license contracts. Also, JDA is re-evaluating vendor-specific objective evidence (VSOE) for its Cloud Services in 2008 through 2010 to determine whether it met the appropriate requirements to recognize revenue at the start of those contracts; otherwise revenue would have to be prorated over the life of the contract. For a public company, any accounting restatement is serious, and JDA’s stock price has declined since the start of the year, but this seems to be due more to a fourth-quarter 2011 revenue shortfall relative to expectations and a downward revision in earnings expectations than to the restatement. The changes it is likely to make are more optics than substance, which accounts for the muted response from the market.
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Topics: Performance Management, Customer Experience, Human Capital Management, Office of Finance, end-to-end, IFRS, JDA Software, Business Analytics, Financial Performance, Governance, Risk & Compliance (GRC), GAAP
Infor Presents Itself as a Large Software Startup
Posted by
Robert Kugel on Apr 30, 2012 11:28:24 AM
Infor described this year’s Inforum user group meeting as a coming-out party for a large startup company. Such a debut was necessary because Infor had been operating in something of a stealth mode for the past three years: a limited marketing presence, no unified message and a weak, sometimes inconsistent brand identity. It also needed to formally introduce Infor to customers of Lawson, the ERP supplier it acquired last year. The “startup” designation is meant to signal that Infor has been able to render a decade-long consolidation of dozens of smaller companies into one cohesive entity.
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Topics: Performance Management, Sales Performance, Salesforce.com, SAP, Social Media, Supply Chain Performance, Sustainability, ERP, Human Capital Management, Marketing, Epiphany, expense management, Lawson, IT Performance, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Cloud Computing, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), IBM, Information Applications, Information Management, Location Intelligence, Operational Intelligence, Oracle, Workforce Performance, CRM, finance, Infor, Supply Chain, Financial Performance Management
Financial analysts typically classify real estate as a fixed cost. Strictly speaking, that’s correct, but looking at it this way leads many organizations to overlook and miss opportunities to more carefully manage their real estate and other occupancy expenses. In industries where occupancy or ownership costs account for more than 20 percent of total business expense, taking a more active approach to managing real estate and occupancy can improve a company’s profitability. But in most cases achieving a higher return from money spent on corporate facilities requires some organizational and process changes.
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Topics: Performance Management, Customer Experience, Office of Finance, Operational Performance, Business Analytics, Business Performance, Financial Performance, CFO, Financial Performance Management
One of the major issues IT executives face is how to charge their departmental costs back to each part of the business according to their usage. It’s a touchy issue that can be the source of end-user disenchantment with the performance and contribution of the IT organization. Ultimately, charge-back friction can hobble IT’s ability to make necessary investments in new capabilities and become the primary cause of misallocated IT spending. The two risks are related: Unless an IT department can calculate the real costs of the services it provides to specific parts of the business and charge for them accordingly, it is almost impossible for line-of-business department managers to assign priorities to the “keep the lights on” part of the budget, so even low-priority maintenance or upgrade efforts can crowd out all but the most pressing needs. The issue of allocating IT department costs spills over to Finance, which typically handles the allocations in budgeting and profit calculations. As a first step toward establishing an effective means of funding the IT function, I believe the finance department must establish better methods of allocating IT costs. Eventually the proper allocation of IT costs also becomes an issue for senior corporate executives as well because it has a direct impact on how effectively a company uses information technology.
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Topics: Performance Management, Office of Finance, Budgeting, Operational Performance, Analytics, Business Analytics, Business Intelligence, Business Performance, CIO, Enterprise Software, Financial Performance, CFO, CEO
I recently had a briefing from Vertex on its tax data warehouse (TDW), a key component of its tax technology platform Vertex Enterprise. The TDW concept has been around for decades, but the earliest versions were custom-built and hampered by the technology limitations of their day. This made them expensive to deploy and maintain and constrained their ability to adapt to changing corporate requirements. The basic idea behind a TDW is straightforward: a data store that makes all tax data readily available and can be used to plan and provision a company’s taxes. But the complexity of tax-related data overwhelmed the ability of information technology to deliver on the concept. With today’s technological advances the basic idea is finally realizable in a practical sense.
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Topics: Master Data Management, Performance Management, Office of Finance, finance transformation, Tax, Business Analytics, Business Collaboration, Business Performance, Financial Performance, CFO
Risk has always been an integral part of business, but as I’ve noted, companies deal with risk with varying degrees of effectiveness. A complex, ongoing process, operational risk management identifies risks to support successful operations of an organization, estimates the monetary and other measurable impacts if a risk event occurs, establishes methods for mitigating the severity of impacts should they occur, continuously measures the probability of a risk occurring within a relevant period of time, periodically reports on the risk environment to appropriate decision-makers and alerts executives and managers when risk thresholds are crossed. These important activities should make operational risk management of greater interest to executives in today’s volatile business environment.
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Topics: Big Data, Performance Management, Sales Performance, Governance, GRC, Office of Finance, Reporting, balanced scorecard, enterprise risk management, KRI, Operational Performance, Business Analytics, Business Performance, Financial Performance, In-memory, Risk
My colleague Mark Smith and I recently chatted with executives of Tidemark, a company in the early stages of providing business analytics for decision-makers. It has a roster of experienced executive talent and solid financial backing. There’s a strategic link with Workday that reflects a common background at the operational and investor levels. As it gets rolling, Tidemark is targeting large and very companies as customers for its cloud-based system for analyzing data. It can automate alerts and enhance operating visibility, collaboratively assess the potential impacts of decisions and support the process of implementing those decisions.
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Topics: Big Data, Data Warehousing, Master Data Management, Performance Management, Planning, Predictive Analytics, Sales Performance, GRC, Budgeting, Risk Analytics, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Data Governance, Data Integration, Financial Performance, In-Memory Computing, Information Management, Mobility, Workforce Performance, Risk, Workday, Financial Performance Management, Integrated Business Planning, Strata+Hadoop
Today’s Companies Need Action-Oriented Information Technology Systems
Posted by
Robert Kugel on Dec 29, 2011 11:08:54 AM
Management decision-making typically involves a three-step process of inform, analyze and act. In the earliest days of what came to be known as business intelligence, developers created decision support systems that provided information and analytics to help executives and high-level managers choose the best course of action. Working with numbers rather than gut instinct still is viewed as a best practice. After all, a pilot who doesn’t trust his or her instruments is heading for an accident.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Supply Chain Performance, Modeling, Office of Finance, Budgeting, closed loop, contingency planning, driver-based, driver-based planning, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, In-memory, Workforce Performance, best pracices, business value, cash management, challenge, financial planning
SAP Must Translate Technology Advances into Business Use
Posted by
Robert Kugel on Dec 20, 2011 10:13:59 AM
At its annual Influencer’s Summit in Boston, SAP offered multiple perspectives on where the company’s strategy and products are heading. Overall, I was struck by the essential similarities to its message on its strategic direction a decade ago. The overarching objective in its roadmap now, as then, is to have information technology increasingly adapt to the needs of individual users and how they choose to execute established/repetitive or ad-hoc processes, rather than forcing them to adapt to the limitations of the technologies they are using. Back then the idea was to create a comprehensive process framework – a closely coupled approach. Today, it’s essentially the opposite, as SAP products run on an architecture that enables flexibility – a loosely coupled approach – both in how the computing infrastructure is organized and how people execute their tasks. It seems to me that this reflects the impact of having choices between cloud-based software as a service (SaaS) and on-premises systems and the need to enable access through a variety of devices (from desktops to mobile handhelds and tablets). Mobility is important both for people whose roles take them beyond the firewall (in sales, service and logistics, for example) and executives and managers who often find themselves managing by walking around. Tablets, smartphones and similar devices are attractive also because people consider them personal items and associate them with fun, whereas desktops and notebooks are corporate and work-related.
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Topics: Performance Management, Planning, Predictive Analytics, Sales Performance, SAP, Supply Chain Performance, ERP, GRC, Office of Finance, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Enterprise Software, Financial Performance, In-memory, Mobility, Workforce Performance, finance, Risk, Financial Performance Management
I thought of writing a note on this topic when multinational corporations started to withdraw their deposits from eurozone banks, but the pessimism that event engendered was short-lived. Now, as the monetary crisis deepens in Europe, it’s perhaps time to ask what your company would do if parts of its financial system implodes. You may think that your company will not be affected because it doesn’t do business with the eurozone. Or you may believe that it’s unlikely to happen and therefore not worth spending the time to consider the implications. I think both assumptions are mistaken.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Social Media, Supply Chain Performance, Modeling, Office of Finance, Budgeting, contingency planning, crisis, driver-based, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Workforce Performance, best pracices, business value, cash management, challenge, financial planning
Patent Documents Useful for Buyers of Price Optimization Software
Posted by
Robert Kugel on Nov 30, 2011 8:04:04 AM
Doing one’s homework is vital in buying business software. However, unless you’re replacing a relatively simple application, it’s hard to know exactly what to evaluate. Indeed, if people in a company given this task don’t have experience in using a specific type of business application or don’t understand how new or improved functionality will help execute business processes better, they may do a poor job of assessing the available alternatives. Third-party consultants may be helpful, but their prejudices and familiarity with a vendor’s products may cloud their objectivity. In the end, a buyer might agree with their point of view, but this agreement should be an informed decision.
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Topics: Performance Management, Sales, Sales Performance, Human Capital Management, Office of Finance, Zilliant, Model N, Navetti, Nomis Solutions, PROS Pricing, Servigistics, Signal Demand, Operational Performance, Analytics, Business Analytics, Business Performance, Customer & Contact Center, Financial Performance, Oracle, Vendavo, Price Optimization, Profitability, Software, Vistaar Technologies
I believe that one of the more important analytical applications that a company can implement is profitability management. IBM Cognos offers Profitability Modeling and Optimization as part of its Cognos 10 offering that my colleague has assessed. As I’ve noted, most people in a corporation are focused on profitability, but not necessarily in a way that optimizes results across the organization in a day-to-day, consistent fashion. Those responsible for each component piece that contributes to profitability (such as departments, product lines or divisions) have objectives, but in pursuing these individual objectives they may make decisions that degrade the overall profitability of the corporation. Moreover, companies rarely seek to maximize short-term profits. They routinely make decisions that diminish their bottom line, such as promotional pricing, warranties or services included at no additional cost, with the aim of achieving strategic objectives. The question they must answer in making these decisions is whether these moves are justified. Similarly, they also must ask what they are including in their offer that they might be able to charge more for, such as shipping or warranties.
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Topics: Performance Management, Sales Performance, Forecast, Modeling, Office of Finance, enterprise profitability management, Operational Performance, Business Analytics, Business Performance, Financial Performance, IBM, Workforce Performance, Cognos, Financial Services, Profitability
Managing Mountains of Cash Is Harder than It Sounds
Posted by
Robert Kugel on Nov 7, 2011 6:56:37 AM
At first thought, it seems as if having a mountain of cash to manage is a problem most companies would like to have, but it’s a real problem nevertheless. To be sure, the large majority of companies are able to deal with their cash and short-term and longer-term monetary investments because the amounts are small enough to be manageable. Indeed, many companies, especially smaller ones, face the opposite problem and spend more time focused on their uncertain funding requirements. Still, over the past decade highly profitable companies have been generating more cash than they need to fund expanding operations and capital spending requirements (Apple and Oracle are two examples), and now they have to manage it. Larger companies may have portfolios in the tens of millions to billions of dollars in multiple currencies in multiple jurisdictions, so there’s a lot at stake.
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Topics: Performance Management, Office of Finance, credit, Tax, Business Analytics, Business Performance, Financial Performance, Risk, cash management, GAAP
Successful Price Optimization Has Multiple Dimensions
Posted by
Robert Kugel on Oct 28, 2011 9:54:25 AM
As its name suggests, demand-based pricing is a method that uses the buyer’s demand, based on an estimate of a good’s or service’s perceived value to the buyer, as the central element in setting price. Pricing strategies are most important because they can have a disproportionate impact (positive and negative) on a company’s bottom line. Managing prices has always been an activity of keen interest, but it has become even more so over the past decade as a result of the constrained pricing environment.
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Topics: Performance Management, Sales, Sales Performance, Human Capital Management, Office of Finance, Operational Performance, Analytics, Business Analytics, Business Performance, Financial Performance, Price Optimization, Profitability, Software
I hadn’t thought about the exact definition of “driver-based planning” until the question came up in the context of our planning benchmark research showing that only 6% of companies with more than 100 employees do driver-based planning. Broadly defined, the term could be applied to the use of any spreadsheet-planning model because these almost always have built-in volume-times-price formulas, which are components of driver-based plans. However, this is not what most people have in mind when they talk about driver-based planning, and that’s reflected in the low percentage of those employing the technique.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Modeling, Office of Finance, Budgeting, driver-based, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Performance, Financial Performance, Workforce Performance, best pracices, business value, cash management, challenge, financial planning
The Unofficial Business Technology Guide for HR Technology Conference
Posted by
Mark Smith on Oct 3, 2011 12:42:35 PM
The HR Technology Conference and Expo in Las Vegas that begins today will showcase an array of new business technology innovations for human capital management and talent management. The business technology to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. Early this year our firm defined five business technology innovations that will be vitally important in this decade for HR as well as other lines of business: They are cloud computing, social media, mobility, analytics and collaboration. Each of these when integrated with business and workforce processes can improve worker/manager interactions, and when combined they can have a widespread impact across the enterprise.
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Topics: Mobile, Performance Management, Social Media, Human Capital Management, Metrics, Recruiting, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics, Digital Technology
The Unofficial Talent Management Guide for HR Technology Conference
Posted by
Mark Smith on Oct 3, 2011 12:33:15 PM
The HR Technology Conference and Expo in Las Vegas that begins today will showcase an array of new applications for talent management. The array of applications and advancements to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. The five business technologyinnovations that will be vitally important in this decade for HR as well as other lines of business: They are cloud computing, social media, mobility, analytics and collaboration. If you want to read what is new in these areas, you can read my business technology guide to the conference. Each of these when integrated with talent management processes can improve the potential of your workforce and help recruit and retain talent.
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Topics: Mobile, Performance Management, Social Media, Human Capital Management, Metrics, Recruiting, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics, Digital Technology
The Unofficial Talent Management Guide for HR Technology Conference
Posted by
Mark Smith on Oct 3, 2011 11:22:13 AM
The HR Technology Conference and Expo in Las Vegas that begins today will showcase an array of new applications for talent management. The array of applications and advancements to help human resources professionals is evolving dramatically, and this is a place for HR and workforce management professionals to find new methods that help increase productivity and optimize business outcomes. The five business technologyinnovations that will be vitally important in this decade for HR as well as other lines of business: They are cloud computing, social media, mobility, analytics and collaboration. If you want to read what is new in these areas, you can read my business technology guide to the conference. (URL FROM OTHER BLOG) Each of these when integrated with talent management processes can improve the potential of your workforce and help recruit and retain talent.
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Topics: Mobile, Performance Management, Social Media, Human Capital Management, Metrics, Recruiting, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Operational Intelligence, Workforce Performance, Compensation, Talent Management, Workforce Analytics, Digital Technology
Improving worker/manager collaboration becomes a top priority as organizations realize the impact of such collaboration on workforce productivity and profitability. One way to enhance that collaboration is to make tasks such as scheduling, time and attendance and task management accessible through smartphones and tablets. The management team at Dayforce has experience with workforce management applications and now into the next generation of collaboration and mobility. The company uses innovative Web technology to make its workforce management applications easy to use, and is able to demonstrate the value of the monthly and annualized time its approach saves over that of others.
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Topics: Mobile, Performance Management, Social Media, Human Capital Management, Metrics, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, dayforce, Talent Management, Workforce Analytics, Digital Technology
Excentive Provides a Simpler Path to Total Compensation Management
Posted by
Mark Smith on Sep 30, 2011 2:26:14 AM
Retaining talent and managing financials related to compensation should be a top priority for the HR and finance functions of companies, and many of them realize this. In our recent benchmark research in total compensation management, 72 percent of participants said it’s important or very important to have a compensation system aligned to their processes. One newer provider to the market, Excentive, started in 2002 in Europe and expanded globally in 2009. Its Excentive Compensation Cockpit supplies more than just a managerial view of compensation; it’s a total compensation management application that enables users to design and model compensation across an entire workforce or for the specific needs of the sales and service lines of business.
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Topics: Performance Management, Sales Performance, Human Capital Management, Sales Compensation, Sales Operations, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Excentive, Talent Management, Workforce Analytics
WorkForce Software Can Simplify Managers and Workers Lives
Posted by
Mark Smith on Sep 22, 2011 9:05:17 AM
A key component of workforce management software is to aid in scheduling and tracking time and attendance, streamlining interactions between managers and employees regarding these aspects of the job and promoting compliance with corporate and regulatory policies. WorkForce Software has been growing rapidly over the last decade while meeting these needs with an application suite that covers issues from leave management to case management. Its product helps businesses deal with overlapping regulations from federal and state governments, union contracts and corporate-level policies, and is being deployed in industries such as education, utilities, banking, the public sector, entertainment and transportation, especially in midsize organizations looking for workforce efficiency. The company is expanding its global reach through its partners and distribution channel.
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Topics: Performance Management, Social Media, Human Capital Management, Metrics, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics
Mercer Updates Total Compensation Management To Help Retain Talent
Posted by
Mark Smith on Sep 19, 2011 12:16:32 PM
To retain talent, organizations must ensure that their workforce’s compensation is comparable to that of their industry peers. As part of this effort, they should integrate compensation reviews with goal and performance reviews to ensure employees are paid their fair market value; otherwise the best talent will become a flight risk. Many organizations understand this; in our performance management for talent management benchmark research, two-thirds said they want to integrate compensation with the review process. But most companies have more to do; they need to establish a continuous process that compares all information on new hires, promotions and market events, at least as part of an annual performance review or preferably every quarter. They should not delay change until employee feedback or exit interviews indicate that being underpaid is a primary reason for people leaving.
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Topics: Performance Management, Social Media, Human Capital Management, Mercer, Metrics, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics
Taleo Innovates Talent Management with Social Media and Mobile Computing
Posted by
Mark Smith on Sep 14, 2011 9:09:09 AM
At this year’s Taleo World conference in San Francisco, more than 1,600 Taleo customers learned about the company and its suite of talent management applications. A major theme of the conference was the company’s investment in mobility and social media and the intersection of those trends with collaboration tools.
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Topics: Big Data, Performance Management, Social Media, Human Capital Management, Metrics, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Taleo, Workforce Analytics
Rolling Forecasts Are a Good First Step toward Smarter Financial Planning
Posted by
Robert Kugel on Sep 6, 2011 9:54:45 AM
I recently participated in a panel discussion about the rise in the use of rolling forecasts in corporate planning. I’m not surprised by this trend; I have encouraged it. Ever since the financial crisis started three years ago, I’ve been writing that companies should rethink how they plan and budget to respond to increasing business volatility. Rolling forecasts are useful because they continually extend the formal planning horizon out more than a year rather than having it stop abruptly at the end of a company’s fiscal year. They can be the right first step in improving the effectiveness of a company’s budgeting process, but ultimately I believe that organizations need to adopt a better approach to planning – what I refer to as integrated business planning. Moreover, companies that want to adopt a rolling forecast approach must first make important changes to their planning and budgeting processes to make them leaner, more focused and faster.
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Topics: Big Data, Performance Management, Planning, Sales Performance, Social Media, Supply Chain Performance, Office of Finance, Budgeting, IBP, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Workforce Performance, CFO, COO, Integrated Business Planning
I recently got an update on mobile applications and strategy for smartphones from ADP, the $9 billion provider of applications and services in human resources, payroll and benefits. By acquiring and partnering with organizations, ADP has become the largest provider in this segment while focusing on providing added value and new offerings to its customers. For some companies, being such a large business human capital management and talent management software could inhibit its agility, but ADP has quickly made progress in bringing its first generation of applications to the Apple iOS platform for iPhone.
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Topics: Big Data, Performance Management, Human Capital Management, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Talent Management, Workforce Analytics, Digital Technology
It is evident that business analytics is now a core business process in most organizations, but as our benchmark research on the topic shows, many have a lot of room to improve in how they use it. A dedicated provider of analytics tools, eThority continues to advance its technology to supply flexibility for the needs of a range of professionals from business management to analysts.
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Topics: Big Data, Performance Management, Social Media, Human Capital Management, Metrics, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics
I had the pleasure to drop into the 63rd annual conference of the Society for Human Resource Management (SHRM) in Las Vegas where over 18,000 human resources professionals came to learn, engage with peers and also enjoy a variety of entertainment. It was the definitely the place to be if you wanted to mix Hollywood with HR. From Sir Richard Branson in Sunday’s opener to music from Keith Urban to controversial political commentator Arianna Huffington and finally actor Michael J. Fox for the closing keynote, the HR professionals got to enjoy a range of interesting perspectives; it seemed like a good outlet for a segment of professionals who often do not get enough credit in business.
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Topics: Big Data, Performance Management, Social Media, Human Capital Management, Metrics, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics
PeopleFluent Brings New Face and Mobility to Talent Management
Posted by
Mark Smith on Jun 28, 2011 4:10:59 PM
This week the management of Peopleclick Authoria renamed the company PeopleFluent, reoriented its vision and launched a new suite of applications. This effort is intended to hone its focus on the intersecting aspects of talent management and respond to the increasing importance of mobility in this field. This move indicates the dynamic changes that are occurring as the software industry tries to meet the expectations of the next generation of workers and managers. PeopleFluent will rely on not just the rich history of Peopleclick and Authoria in the talent management market but also the recent acquisition of Aquire that brings it workforce analytics; its goal is to further expand its customer base with technology that provides the most usable applications in this market. Company rebranding efforts are always risky, but this one will be worth watching.
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Topics: Big Data, Performance Management, Social Media, Human Capital Management, Metrics, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Analytics
Predictive analytics can be valuable tools for performance management. When the term is applied to planning or forecasting, many people take it to mean the ability to automate plans or forecasts. It’s true that using predictive analytics correctly is likely to enhance their accuracy, but these techniques do not eliminate the need for judgment; in practice, many organizations may realize more value from applying predictive analytics to assess results than to forecast outcomes. Moreover, as regards performance management the usefulness of predictive analytics extends beyond planning and forecasting. They also can serve to set benchmarks that can be used to assess performance or generate alerts to accelerate necessary action. Although I advise companies to be more aggressive in adopting predictive analytics, I doubt that they will adopt them as fast as they should because of perceptions that the tools are too hard to use and the data too hard to get at.
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Topics: Big Data, Performance Management, Planning, Predictive Analytics, Sales Performance, Supply Chain Performance, Budgeting, Operational Performance, Analytics, Business Analytics, Business Intelligence, Business Performance, Customer & Contact Center, Financial Performance, Information Management, Workforce Performance, Financial Performance Management, Integrated Business Planning
Gadgets be gone: That was one of my lighter tweetable sentiments from last week’s HRO Today Forum analyst summit, and you’ll see why below. At this gathering we industry analysts discussed the difference in perspectives on innovation, or the lack thereof, held by HR technology suppliers and the HR practitioners who buy and use their products, many of whom attended the HRO Today Forum.
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Topics: Performance Management, Human Capital Management, business innovation, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Workforce Performance, Talent Management, Workforce Planning, HR technology
Workday Will Help Business Manage Payroll Efficiently
Posted by
Ventana Research on Jun 2, 2011 11:13:27 AM
Last week I attended the HRO Today Forum an annual event that brings HR and recruiting professionals together with business executives to discuss and define the future of HR services and technology. Also last week Workday announced an expanded set of payroll applications. In addition to its core human capital management products, Workday also offers financial management and payroll. During lunchtime of the second day of the forum, HRO Today Magazine announced the winners of the 2011 Tektonic Awards for innovation in HR software and technology. Workday won the “overall” category, for good reason based my recent briefings with this global provider of innovative SaaS-based human capital management and business management software.
Most HR vendors have focused on cloud-based, end-to-end integrated talent management suites that include recruiting, onboarding, performance, succession, learning, planning and analytics, and employee and manager self-service. But Workday and some others are expanding their products and services to process payroll directly for organizations as well as deliver payroll management (providing third-party payroll integrations between the core HRMS and other payroll providers) and business process outsourcing (managing multiple financial, payroll and benefits-related processes on behalf of customers).
Human capital management suppliers are rolling out multiple, scalable products and services to convince customers that working with fewer companies can drive workforce management efficiencies, increase return on investment and lower overall total cost of ownership in talent management. Toward this end they offer financial and payroll management products and services that go beyond straight integrations with third-party payroll providers and the basic core HRMS offerings of payroll and benefits, time and attendance and scheduling. This includes direct payroll processing on behalf of the organization. And while many enterprises are still comfortable with traditional HRMS and talent management on-premises software, significant costs and resources are necessary for businesses to install, upgrade and maintain those applications. This burden has influenced HR departments in recent years to shift their focus and investment to applications that can be rented and readily deployed across organizations.
Labor is most companies’ biggest capital expenditure, and the increased complexity of global payroll and benefits administration for a large, worldwide contingent and virtual workforce can be challenging due, for example, to the variety of in-country tax codes alone. The U.S. in particular presents a diverse range of workplace cultures and regulatory environments. As a result, many customers are looking for more help from their HCM suppliers. Just as HR strives to become an integral business partner in the enterprise, HR providers striving to become strategic business partners for the next generation of human capital management. Another vendor I recently reviewed, ADP who has been the major player in payroll outsourcing has new HCM software products while enhancing and integrating its existing products with those acquired like Workscape. Conversely, Workday is expanding to become an all-encompassing HCM global business software and services organization.
Increasingly, providing comprehensive and integrated payroll products and services is critical to HR management. During a recent briefing, Workday executives walked me through the entire expanded set of payroll offerings they claim will simplify the historically burdensome task of paying workers around the world. Today, Workday Payroll is structured to help companies manage their payroll for all U.S. workers, and it is slated to be offered in Canada with a release later in 2011. (The company currently supports Canada with Cloud Connect for third-party payroll services, which includes packaged integration and Workday’s payroll connector.) Workday Payroll provides employee self-service access to online pay slips, year-end tax statements (U.S. W-2 and Canadian T4), tax elections and payment elections, all delivered via software as a service (SaaS). The software also automates state and federal tax updates, which are critical to managing payroll complexity. For those responsible for keeping up with the tax codes, this decreases the need for regular upgrades and patches that on-premises payroll systems demand.
Workday also plans to release a bidirectional payroll connector adjunct to its Workday Integration Cloud. That enables customers and partners to integrate with the Workday Cloud without the need for on-premises middleware. The bidirectional payroll connector service will allow companies to import data from a third-party payroll provider back into an HCM solution, thus gaining a broader view of payroll data across the global workforce. End users can garner more insights into processes such as cash forecasting, comparing actuals to budget, optimizing pay ranges, managing allowance and overtime policies, and the true costs of workforces around the world.
In addition to an expanded Workday Payroll for Canada release, Workday also recently announced payroll partnerships with OneSource VHR, Patersons and SafeGuard World International . OneSource VHR provides payroll “co-sourcing” services, including payroll settlement, tax administration and garnishments administration. (Workday says it coined the term “co-sourcing,” which just means outsourcing partnership as far as I can tell.) The idea is to give customers visibility into and control of their data along with the flexibility to “insource” or bring their payroll in-house in the future. Companies that prefer to partner with payroll vendors in their local markets can then have packaged integration with SafeGuard World International or Patersons to provide support for payroll processing in almost 100 countries.
I expect these expanded payroll solutions will help Workday grow its payroll market share, which the company claims to be more than half of its core HCM customers. However, customers and prospects have to wait until November for Workday 15 (Workday 13 was released in April). HCM SaaS vendors often have two or three major releases a year in addition to updated features every month or two.) Workday’s multitenant architecture allows its customers to receive new updates regularly at no additional cost as part of their subscription fees, as opposed to waiting months or even years for on-premises software upgrades. The speed at which multitenant, cloud-based software solutions are updated is a key marketing advantage over on-premises competitors. And the fact that many of the on-premises software vendors that my colleague has assessed like Oracle and SAP, are beginning to get cloud-based software to market is telling. Our own research confirms a shift of interest from on-premises to SaaS deployments.
Most major SaaS HCM players offer various levels of payroll integration. Workday-like offerings are available from NuView Systems, SuccessFactors and Ultimate Software with larger suppliers like ADP who have dominated payroll. However, Workday is aggressively aiming to take the lead in global HR and financial management and meet the next generation of applications in human capital management.
Regards,
Kevin W. Grossman – VP & Research Director
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Topics: Performance Management, SAP, HCM, Human Capital Management, Office of Finance, SuccessFactors, business process outsourcing, NuView Systems, Patersons, Ultimate Software, Business Collaboration, Business Performance, Financial Performance, Governance, Risk & Compliance (GRC), Oracle, Workforce Performance, Compensation, Talent Management, Workday
SAP Brews New Human Capital Management for the Cloud
Posted by
Ventana Research on May 25, 2011 5:40:58 AM
At SAP’s annual SAPPHIRE NOW conference (Twitter: #SAPPHIRENOW) this month, the company introduced a new portfolio of human capital management applications that will be available on many devices and added mobility options for users, including offerings for smartphones and tablets and cloud computing. This move beyond the traditional on-premises approach of SAP’s ERP Human Capital Management product suite is a critical step forward for SAP if it is to remain relevant for HR organizations.
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Topics: Big Data, Performance Management, Sales Performance, Social Media, Supply Chain Performance, Sustainability, Human Capital Management, Metrics, Mobile Applications, Business Technology Innovation, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Information Management, Workforce Performance, data mart, Talent Management, Workforce Analytics
IBM Software recently held a user group conference called Vision 2011 that focused on its Clarity Systems acquisition’s users but also covered broader finance department topics. For me, the highlight of the show was the continued evolution and enrichment of the Clarity FSR external reporting application designed to automate the close-to-report cycle. This process is commonly referred to as “the last mile of finance,” a term coined by a now-defunct company, Movaris, and adopted by Gartner. If you think about it, though, it isn’t “the last mile” for the tens of thousands of companies that don’t publish financial statements and is only one of several important finance department processes that follow the accounting close (such as internal reporting and tax statement preparation).
Finance departments have long needed to automate the assembly of periodic documents that combine words and numbers. These documents include the quarterly and annual reports public corporations are required to submit to the United States Securities and Exchange Commission (SEC), the Canadian Securities Administrators, the United Kingdom’s Financial Services Authority (FSA) and other agencies. Historically, companies have cobbled together these filings from bits of text created by a variety of people in several departments (chiefly finance and legal), using numbers that come from a range of sources. These sources include accounting data from a consolidation system, other enterprise systems, data warehouses and spreadsheets that track headcount, leased premises, stock performance, advertising expense and executive compensation, to name just five.
FSR automates the document creation process, eliminating the need to perform repetitive, mechanical functions and reducing the time needed to ensure accuracy and the time spent managing the process. Manually assembling this information into a document has always been a chore, even after word processing and spreadsheets were adapted to this purpose decades ago. These filings are legal documents that must be completely accurate and conform to mandated presentation styles. They require careful review to ensure accuracy and completeness. Complicating this effort recently are increasingly stringent deadlines, especially in the U.S. Anyone who has been a party to these efforts knows that there can be frequent changes in the numbers as they are reviewed by different parties, and those responsible need to ensure that any change to a number that occurs (such as the depreciation and amortization figure) is automatically reflected everywhere that amount is cited in the document (in this example, that would include the statement of cash flows, income statement, the text of the management discussion and analysis and the text or tables of one or more footnotes). Those managing the process spend a great deal of energy simply checking the document to ensure that the various sections include the latest wording, that the numbers are consistent in the tables and text, that amounts have been rounded properly (which can be really complicated) and that the right people have signed off on each and every part of the filing. FSR workflow-enables the process, meaning that handoffs are automated, participants get alerts if they haven’t completed their steps in timely fashion, and administrators can keep track of where everyone is in the process.
Despite the fact that technology (specifically document management systems) has been widely available to automate the close-to-file process for a couple of decades, it was not widely adopted by finance departments. Some of this reflected the cost and effort required to deploy these heavy-duty systems and some was the usual “we’ve always done it this way” resistance to change. To be fair, about 50 years ago the SEC’s 10-K (annual report) and 10-Q filings were rather sparse and there wasn’t much to check. They have only gradually become the data- and disclaimer-rich documents we know today. Companies would have kept pulling these reports together manually except that the SEC mandated tagging that they use eXtensible Business Reporting Language (XBRL). This represented a tipping point in the workload because although tagging the basic financial statements is not labor-intensive, the broader requirement for tagging footnotes is. This has been enough for many companies to adopt tools like Clarity FSR.
FSR, built on Microsoft software components, takes advantage of a wide familiarity with Excel and Word to reduce the amount of training required of end users. The time required to prepare the document is reduced, since once a company has configured its system to establish, in effect, a template, it’s relatively easy to create each quarterly or annual XBRL-tagged filing for the SEC. IBM Clarity has continued to incorporate new techniques in FSR for simplifying and further automating the creation and tagging processes.
The users conference included a presentation by Time Warner, which was an early adopter of FSR. Its reasons for using the software to do the work, rather than relying on a third party (such as a financial printer or service provider), seem sound to me. Namely, it saves time and reduces the effort required to produce an accurate and complete document. Moreover (and personally I think this is extremely important), it gives those responsible for external financial reporting, the legal department and the company as a whole greater control over the process. Corporations can have more time (even a crucial day or two) to review what is in the document and concentrate more on what the document should contain rather than defaulting to what’s practical in the time allotted. (As they like to say in auditing, the threshold of materiality rises exponentially as deadlines near.)
Although FSR was designed specifically for the SEC’s XBRL mandate, once FSR is in place, it can be used in many other ways. For example, Time Warner is using it to file statutory reports in the U.K. The number of jurisdictions that require XBRL-tagged filings is increasing worldwide, and not just for periodic corporate financials. This is especially true for financial services companies engaged in banking and insurance. Companies can and should also offer their financial press releases in a tagged format to make them easier for analysts and investors to incorporate these numbers in their models at the time earnings are announced. (This was one of the reasons why XBRL was created.)
Beyond external financial reporting, FSR can be used by finance organizations to create any periodic document (even ones simply for internal consumption) that combines words and numbers. This would be especially useful where multiple people must collaborate to produce narratives and collect data from multiple sources. It can cut the amount of time and effort required to produce them and it gives whoever is responsible a valuable administrative tool for automating workflows and monitoring the status of each component.
FSR has evolved from its original release, with ongoing improvements that have increased the efficiency of the process. I think finance departments in midsize and larger corporations, especially public companies, can benefit from utilizing a tool such as FSR. I also believe most companies that are outsourcing the tagging process and have avoided automating their document assembly are making a strategic mistake. The benefits of automation are greater and the net cost of using this sort of tool is much lower than they probably realize. I recommend that companies that are considering a tool for automating their periodic external filing include IBM Clarity FSR in their software evaluation list.
Best Regards,
Robert Kugel – SVP Research
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Topics: Big Data, Performance Management, Social Media, Sustainability, Human Capital Management, Metrics, Mobile Applications, Business Analytics, Business Intelligence, Business Performance, Cloud Computing, Financial Performance, Governance, Risk & Compliance (GRC), Workforce Performance, data mart, Talent Management, Workforce Analytics
Mercer Promotes Possibility of the New Empowered Workforce
Posted by
Ventana Research on May 21, 2011 12:18:21 AM
Less than a week after attending ADP’s industry analyst day, I flew to Washington, D.C., to attend Mercer’s analyst forum, which gave me a chance to compare another human resources juggernaut. While ADP is known primarily for payroll and business process outsourcing, Mercer is known for HR consulting and benefits outsourcing. Mercer is not as big as ADP, with $3.5 billion in annual revenue and over 27,000 customers, most of which are large multinational and midmarket companies, servicing over 4.2 million employees. But it is just as influential because of the global benchmark research and market data it provides to clients.
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Topics: Performance Management, Human Capital Management, Metrics, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Financial Performance, Governance, Risk & Compliance (GRC), Workforce Performance, Compensation, data mart, Talent Management, Workforce Analytics, Workforce Planning
Workforce Planning Is Part of the Next Generation of Human Capital Management
Posted by
Ventana Research on May 20, 2011 11:57:49 PM
Workforce planning is a business process that done right ensures an organization of suitable access to talent to ensure future business success. At a Mercer analyst summit I attended recently, which I wrote about in “Mercer Promotes Possibility of the New Empowered Workforce,” one of the sponsor execs kept challenging the HR industry analyst community to do more research on workforce planning, since her company and its customers are spending more time and money on just that.
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Topics: Performance Management, Sales Performance, Supply Chain Performance, Human Capital Management, Metrics, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Customer & Contact Center, Financial Performance, Information Applications, Information Management, Workforce Performance, Compensation, data mart, Talent Management, Workforce Analytics, Workforce Planning
One thing became crystal clear while I was at ADP’s industry analyst day last week: The world is more connected than ever before, and this contributes to making the world more complex than ever before.
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Topics: Big Data, Performance Management, Social Media, Human Capital Management, Metrics, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Intelligence, Business Mobility, Business Performance, Cloud Computing, Financial Performance, Information Management, Workforce Performance, Compensation, data mart, Talent Management, Workforce Analytics
ADP Advances Workforce Mobility with Vantage HCM
Posted by
Ventana Research on May 12, 2011 2:46:25 PM
Going into ADP’s industry analyst day, I was curious about where a 61-year-old “payroll” company fits in today’s market for human capital management. It certainly has a presence, with over 550,000 customers across multiple lines of business – HR, payroll, tax and benefits administration – and nearly $9 billion in revenue with three consecutive quarters of growth coming out of the worst recession since the Great Depression.
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Topics: Big Data, Performance Management, Sales Performance, Social Media, Supply Chain Performance, Human Capital Management, Mobile Applications, Operational Performance, Business Analytics, Business Collaboration, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Workforce Performance, Compensation, Talent Management
Disaster, Risk Management and the Lean Supply Chain
Posted by
Ventana Research on May 12, 2011 2:40:20 PM
The earthquake, tsunami and nuclear plant trifecta that devastated Japan has had a negative impact also on companies that embraced the concept of managing a lean supply chain – one that minimizes inventories at each stage. If news accounts are to be believed, there seem to be legions regretting that decision as disruptions caused by the disasters have a ripple impact, hampering manufacturers’ ability to deliver goods worldwide. But although current events are a wake-up call highlighting the risks inherent in a lean supply chain approach, a worse danger is that some companies may overreact, especially those where blame for bad outcomes – not bad decisions – are the focal point of damaging reviews and assessments.
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Topics: Performance Management, Sales Performance, Supply Chain Performance, Sustainability, Human Capital Management, Marketing, IT Performance, Operational Performance, Analytics, Business Analytics, Business Collaboration, Business Intelligence, Business Performance, Customer & Contact Center, Financial Performance, Governance, Risk & Compliance (GRC), Workforce Performance, Supply Chain
SuccessFactors Finds Learning Management System and More with Plateau Acquisition
Posted by
Ventana Research on May 12, 2011 2:28:44 PM
Consolidation in the human capital management software market is in full swing. Recently Peopleclick Authoria acquired Aquire Solutions, and just this week Golden Gate Capital and Infor agreed to buy Lawson Software for about $2 billion, which my colleague Robert Kugel commented.
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Topics: Performance Management, Sales Performance, Human Capital Management, Learning, Learning Management System, Operational Performance, Business Analytics, Business Collaboration, Business Mobility, Business Performance, Cloud Computing, Customer & Contact Center, Financial Performance, Workforce Performance, Compensation, Talent Management, Workforce Planning
Infor’s Hospitality Applications Software Business
Posted by
Ventana Research on Mar 17, 2011 7:14:27 PM
The hospitality industry has a complex structure. It is highly fragmented, with many small operations but also a significant number of global companies. Moreover, a property can be managed by one company (the brand name over the door) yet owned by another, which might be a one-off local real-estate partnership or a larger-scale owner of multiple sites. The consumer side of hospitality has its own challenges as well, resulting from the dramatic shifts brought about by the Internet in how people worldwide buy travel and leisure services.
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Topics: Performance Management, Sales Performance, Hospitality, Operational Performance, Analytics, Business Intelligence, Business Performance, CIO, Customer & Contact Center, Enterprise Software, Information Management, Infor
I’ve written quite a bit about integrated business planning (IBP), which is the process of connecting aspects of the planning function across an organization to improve its internal alignment and financial performance. IBP begins with operational – rather than financial – planning (that is, budgeting) because it’s about running the business and figuring out how to make the financial aspects work to support the business plan. IBP is especially important for corporations in which projects can have a noticeable impact on expenses, revenue and cash flow. This is because of two key differences that set project-type businesses apart from process ones. Planning and managing the financial elements of discrete, high-value activities such as capital investments or important business projects can be time-consuming and problematic. Projects are irregular in both time sequence and use of resources whereas processes are routine and have well-defined inputs. Projects are planned as discrete efforts while processes are recurring and routine and so do not require definition before they are started. It’s really difficult to manage the project-related parts of a business that’s most process driven. To address this problem, Planview introduced an operational planning application earlier this year. Planview’s objective was to address an important gap in the planning software market: enabling companies to plan, manage and assess the both operational and financial performance of their business critical initiatives or (more formally “projects”). Most senior executives would say: “Sure, but can’t we can use our ERP system to do that?” The answer is, unfortunately, no.
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Topics: Performance Management, Project Portfolio Management, IT Performance, Operational Performance, CIO, Financial Performance, Business Planning, CFO, Initiatives Management, Initiatives Planning, Operational Planning
Cognos 10 Breaks Down Barriers To Business Intelligence and Analytics
Posted by
Ventana Research on Nov 28, 2010 11:55:11 AM
On October 25, IBM introduced Cognos 10 at its Information on Demand and Business Analytics Forum in Las Vegas that I attended to review the technology closer from my examination at its recent IBM Business Analytics analyst summit in September. According to Rob Ashe, IBM’s general manager of business analytics, Cognos 10 has been developed for over six years. You’re probably aware that in that period IBM made a variety of acquisitions including Cognos itself. These acquisitions and their impact on the new product are clearly in evidence as part of the release.
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Topics: Enterprise Data Strategy, Performance Management, Planning, IT Performance, Business Analytics, Business Intelligence, CIO, IBM, Information Management
IBM Business Analytics Workshop Illuminates Performance Management
Posted by
Robert Kugel on Nov 28, 2010 11:15:33 AM
As part of its recent IBM Business Analytics Industry Analyst Summit, I participated in a demonstration of IBM Business Analytics Workshop, a simulation that the company uses to demonstrate the capabilities of its performance management software. Rather than offering a canned demo or a Microsoft PowerPoint deck, the workshop gives a team of individuals from a company a reasonably realistic interactive experience of using the software for a purpose. The group starts with a set of financial goals and then has to comb quickly through a set of operating data to establish a product strategy for the coming year - which products to emphasize in which segments of the geographical markets it serves. In a series of "moves," participants progress through the year, seeing how well they've done, adjusting their strategy if necessary, reforecasting and making sure that the company's resources are aligned with the strategy that they established. IBM and its analytics from acquisition of Cognos offers different flavors of the workshop: The shortest, most basic one takes several hours and can be played with a handful of people, but longer versions that involve many more players and get into many more details are also available.
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Topics: Performance Management, Sales Performance, Operational Performance, Business Analytics, Business Intelligence, Business Performance, Financial Performance, Information Management, Workforce Performance
ADP Acquires Workscape to Consolidate Talent Management Market
Posted by
Mark Smith on Nov 28, 2010 9:53:04 AM
Consolidation activity increased in the market for applications in talent management or what I call workforce performance management as ADP announced and now has closed the acquisition of Workscape. ADP is a $9 billion outsourcing provider that is well known for providing employer and payroll services; the company has been expanding its breadth of services for employers by responding to demand for software as a service (SaaS), a deployment model that does not require significant involvement from the customer’s IT staff.
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Topics: Performance Management, Kenexa, Business Performance, Financial Performance, Workforce Performance, Compensation, Talent Management
Kenexa Advances in Talent Management and Saves Salary.com
Posted by
Mark Smith on Nov 28, 2010 9:47:20 AM
Today was another inflection point for the talent management market and buyers of HR applications with the announcement that Kenexa is acquiring salary.com (NASDAQ: SLRY) pending shareholder and SEC approval. Kenexa is offering a cash-per-share agreement that should work to complete the transaction. More complicated will be figuring out how to retain the talent at salary.com; that company has been decreasing in sales and size of the organization over the last couple of years and has struggled to reduce operating expenses. Its recent quarterly SEC filing showed a loss of more than $5.5 million on $9.7 million of revenue. It’s obvious that salary.com needed to find a buyer fast or face closing its doors. In contrast, according to its most recent quarterly SEC filing, Kenexa generated a $1.1 million profit on $44.8 million of revenue.
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Topics: Performance Management, Kenexa, Business Performance, Financial Performance, Workforce Performance, Compensation, Talent Management
ADP Acquires Workscape to Consolidate Talent Management Market
Posted by
Mark Smith on Nov 26, 2010 4:11:01 PM
Consolidation activity increased in the market for applications in talent management or what I call workforce performance management as ADP announced and now has closed the acquisition of Workscape. ADP is a $9 billion outsourcing provider that is well known for providing employer and payroll services; the company has been expanding its breadth of services for employers by responding to demand for software as a service (SaaS), a deployment model that does not require significant involvement from the customer’s IT staff.
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Topics: Performance Management, Kenexa, Business Performance, Financial Performance, Workforce Performance, Compensation, Talent Management
Kenexa Advances in Talent Management and Saves Salary.com
Posted by
Mark Smith on Nov 26, 2010 4:07:43 PM
Today was another inflection point for the talent management market and buyers of HR applications with the announcement that Kenexa is acquiring salary.com (NASDAQ: SLRY) pending shareholder and SEC approval. Kenexa is offering a cash-per-share agreement that should work to complete the transaction. More complicated will be figuring out how to retain the talent at salary.com; that company has been decreasing in sales and size of the organization over the last couple of years and has struggled to reduce operating expenses. Its recent quarterly SEC filing showed a loss of more than $5.5 million on $9.7 million of revenue. It’s obvious that salary.com needed to find a buyer fast or face closing its doors. In contrast, according to its most recent quarterly SEC filing, Kenexa generated a $1.1 million profit on $44.8 million of revenue.
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Topics: Performance Management, Kenexa, Business Performance, Financial Performance, Workforce Performance, Compensation, Talent Management
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